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BoAt Lifestyle (boAt), a digital-first consumer products company founded in New Delhi, India, by Aman Gupta and Sameer Mehta in 2014, had launched its first products (wired earphones and headphones) two years after a thorough market study. Over time, the company had entered various high-growth consumer lifestyle–focused product categories, offering its products online at affordable prices. It then attempted to move into the offline market, adopting an omnichannel strategy to engage with a larger customer base and increase its profitability. Despite tough competition from similar brands, it managed to build a reputation among its customers. However, customers and investors were less than happy with its strategy to procure most of its products from China and questioned the high valuation in its initial public offering. To add to the company’s woes, sales its own online and offline channels were not satisfactory. At the end of January 2022, the company was facing an important question: What should boAt do to maintain its growth momentum, appease investor’s patriotic sentiments, and expand sales from its own channels? Which of these challenges should be its priority in the short-run?

BoAt Lifestyle (boAt), a digital-first consumer products company founded in New Delhi, India, by Aman Gupta and Sameer Mehta in 2014, had launched its first products (wired earphones and headphones) two years after a thorough market study. Over time, the company had entered various high-growth consumer lifestyle-focused product categories, offering its products online at affordable prices. It then attempted to move into the offline market, adopting an omnichannel strategy to engage with a larger customer base and increase its profitability. Despite tough competition from similar brands, it managed to build a reputation among its customers. However, customers and investors were less than happy with its strategy to procure most of its products from China and questioned the high valuation in its initial public offering. To add to the company's woes, sales its own online and offline channels were not satisfactory. At the end of January 2022, the company was facing an important question: What should boAt do to maintain its growth momentum, appease investor's patriotic sentiments, and expand sales from its own channels? Which of these challenges should be its priority in the short-run?

Nykaa E-Retail Private Limited (Nykaa), an Indian e-commerce start-up catering to the beauty and personal care segment, was preparing for its IPO amid the uncertainty presented by the nationwide lockdown in India during the COVID-19 pandemic. Since only retailers selling essential goods were allowed to remain open during the strictest lockdown phase, Nykaa was not able to operate during the first three months of 2020. Nykaa had adopted an omnichannel retailing strategy and made good use of digital marketing activities to ensure customer satisfaction, but its existing business model appeared to be insufficient to overcome the pandemic-related hardships. Nykaa needed to decide on potential strategy changes and the timing of its stock market debut, knowing that by postponing the highly anticipated IPO, the company could be risking its reputation.

Nykaa E-Retail Private Limited (Nykaa), an Indian e-commerce start-up catering to the beauty and personal care segment, was preparing for its IPO amid the uncertainty presented by the nationwide lockdown in India during the COVID-19 pandemic. Since only retailers selling essential goods were allowed to remain open during the strictest lockdown phase, Nykaa was not able to operate during the first three months of 2020. Nykaa had adopted an omnichannel retailing strategy and made good use of digital marketing activities to ensure customer satisfaction, but its existing business model appeared to be insufficient to overcome the pandemic-related hardships. Nykaa needed to decide on potential strategy changes and the timing of its stock market debut, knowing that by postponing the highly anticipated IPO, the company could be risking its reputation.

Powered by 27 million births a year and a growing middle to upper class, India's baby care e-tailing sector is expected to grow to US $500 million by 2017. FirstCry, established in December 2010 with seed capital of Rs. 25 million (about US $548,000), has gradually emerged as Asia's largest online shopping portal for products for children and expectant mothers with an inventory of more than 90,000 items from over 1,200 top international and Indian brands. Aiming to create a seamless experience focused on constant innovation, improvement, and added value, FirstCry faces challenges related to logistics, payment gateways, and intense competition to gain new customers in this lucrative market. In the tumultuous online baby care products market, which has seen several major businesses close their doors or be acquired by others, how will FirstCry maintain its lead and grow its business in the next few years?

By May 2015, Zivame, an Indian online lingerie retailer, had established itself as a market leader in this category by providing traditionally conservative Indian women a reliable solution to help them confidently purchase their most intimate wear while avoiding any confrontation with sales executives, mostly men, of brick-and-mortar stores. It helped its customers understand their lingerie needs, browse through styles, order their right size and get their orders delivered quickly at their doorstep without any embarrassment. Reliable customer care, availability of various national and international brands and a wide range of sizes and styles had made the brand popular in its target market, averaging 1,200 daily orders, almost a 200 per cent jump from the previous year. Can Zivame reach its goal of becoming a billion dollar enterprise in the next five to seven years or will confining itself to the women’s lingerie segment become a hurdle to future growth?

By May 2015, Zivame, an Indian online lingerie retailer, had established itself as a market leader in this category by providing traditionally conservative Indian women a reliable solution to help them confidently purchase their most intimate wear while avoiding any confrontation with sales executives, mostly men, of brick-and-mortar stores. It helped its customers understand their lingerie needs, browse through styles, order their right size and get their orders delivered quickly at their doorstep without any embarrassment. Reliable customer care, availability of various national and international brands and a wide range of sizes and styles had made the brand popular in its target market, averaging 1,200 daily orders, almost a 200 per cent jump from the previous year. Can Zivame reach its goal of becoming a billion dollar enterprise in the next five to seven years or will confining itself to the women's lingerie segment become a hurdle to future growth?